N. van Quaquebeke (Niels)http://repub.eur.nl/ppl/21585/
List of Publicationsenhttp://repub.eur.nl/eur_signature.pnghttp://repub.eur.nl/
RePub, Erasmus University RepositoryWilling and Able: Action-State Orientation and the relation between Procedural Justice and Employee Cooperationhttp://repub.eur.nl/pub/51619/
Sat, 01 Mar 2014 00:00:01 GMT<div>M.H. van Dijke</div><div>D. de Cremer</div><div>L. Brebels</div><div>N. van Quaquebeke</div>
__Abstract__
Existing justice theory explains why fair procedures motivate employees to adopt cooperative goals, but it fails to explain how employees strive toward these goals. We study self-regulatory abilities that underlie goal striving, abilities that should thus affect employees¿ display of cooperative behavior in response to procedural justice. Building on action control theory, we argue that employees who display effective self-regulatory strategies (action-oriented employees) display relatively strong cooperative behavioral responses to fair procedures. A multisource field study and a laboratory experiment support this prediction. A subsequent experiment addresses the process underlying this effect by explicitly showing that action orientation facilitates attainment of the cooperative goals that people adopt in response to fair procedures, thus facilitating the display of actual cooperative behavior. This goal striving approach better integrates research on the relationship between procedural justice and employee cooperation in the self-regulation and the work motivation literature. It also offers organizations a new perspective on making procedural justice effective in stimulating employee cooperation by suggesting factors that help employees reach their adopted goals.Using polynomial regression analysis and response surface methodology to make a stronger case for value congruence in place marketinghttp://repub.eur.nl/pub/76239/
Sat, 01 Mar 2014 00:00:01 GMT<div>S. Zenker</div><div>T. Gollan</div><div>N. van Quaquebeke</div>
Values are an important concept in marketing because they comprise part of peoples' identity and can thus help marketers separate and target different audiences. Unsurprisingly, places and their marketing initiatives increasingly try to appeal to (potential) residents' identity by communicating core values. While the notion of value congruence is not novel, most empirical methods in marketing to date only account for the degree rather than the level of congruence. To address this issue, the present article utilizes polynomial regression and response surface methodology (Edwards & Parry,) in the context of place marketing. Accordingly, the first study shows that the perceived congruence of residents' own values and the values of stereotypical city inhabitants significantly affect residents' feelings about their own cities (N = 1257), but with different effects for different values and levels of congruence. This finding holds not only for popular target groups such as the "creative class" but also across all groups. The second study (N = 449) shows that city slogans can effectively communicate specific values and that value congruence leads to a more positive evaluation of the city brand. Finally, the article discusses the benefits of differentiating between levels of congruence both in marketing research in general, and place brand management in particular.Second-Generation Leader Categorization Research: How Subordinates' Self- and Typical Leader Perceptions Moderate Leader Categorization Effectshttp://repub.eur.nl/pub/76324/
Fri, 01 Jun 2012 00:00:01 GMT<div>N. van Quaquebeke</div><div>D.L. van Knippenberg</div>
Leader categorization theory proposes that the more leaders match their subordinates' cognitive image (prototype) of an ideal leader the easier it is for subordinates to "categorize" them as leaders and consequently follow their leadership. Based on self-concept research, we extend this perspective and argue that the relationship assumed in leader categorization theory should be stronger when subordinates perceive themselves to represent the ideal leader prototype. Further, this moderating effect should be stronger when subordinates perceive the ideal leader prototype to not only be an abstract ideal category, but one that is generally also met in reality; i.e., when it is met by typical leaders. Findings of a cross-sectional study with employees in Germany (N=297) support both predictions.When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice modelshttp://repub.eur.nl/pub/37714/
Thu, 01 Mar 2012 00:00:01 GMT<div>M.H. van Dijke</div><div>D. de Cremer</div><div>D.M. Mayer</div><div>N. van Quaquebeke</div>
We examined how procedural fairness interacts with empowering leadership to promote employee OCB. We focused on two core empowering leadership types-encouraging self-development and encouraging independent action. An experiment revealed that leaders encouraging self-development made employees desire status information more (i.e., information regarding one's value to the organization). Conversely, leaders encouraging independent action decreased employees' desire for this type of information. Subsequently, a multisource field study (with a US and German sample) showed that encouraging self-development strengthened the relationship between procedural fairness and employee OCB, and this relationship was mediated by employees' self-perceived status. Conversely, encouraging independent action weakened the procedural fairness-OCB relationship, as mediated by self-perceived status. This research integrates empowering leadership styles into relational fairness theories, highlighting that multiple leader behaviors should be examined in concert and that empowering leadership can have unintended consequences. Two Independent Value Orientations: Ideal and Counter-Ideal Leader Values and Their Impact on Followers' Respect for and Identification with Their Leadershttp://repub.eur.nl/pub/77807/
Thu, 01 Dec 2011 00:00:01 GMT<div>M.M. Graf</div><div>N. van Quaquebeke</div><div>R. van Dick</div>
__Abstract__
Traditionally, conceptualizations of human values are based on the assumption that individuals possess a single integrated value system comprising those values that people are attracted by and strive for. Recently, however, van Quaquebeke et al. (in J Bus Ethics 93:293-305, 2010) proposed that a value system might consist of two largely independent value orientations-an orientation of ideal values and an orientation of counter-ideal values (values that individuals are repelled by), and that both orientations exhibit antithetic effects on people's responses to the social world. Following a call for further research on this distinction, we conducted two studies to assess the independent effects of ideal and counter-ideal values in leadership settings. Study 1 (N = 131) finds both value orientations to explain unique variance in followers' vertical respect for their leaders. Study 2 (N = 136) confirms these results and additionally shows an analogous effect for followers' identification with their leaders. Most importantly, we find that both value orientations exhibit their effects only independently when the content of the two orientations pertain to different value types in Schwartz's (in J Soc Issues 50:19-46, 1994) circumplex model. Implications for theory and practice are discussed.Individual differences in the leader categorization to openness to influence relationship: The role of followers' self-perception and social comparison orientationhttp://repub.eur.nl/pub/31048/
Thu, 01 Sep 2011 00:00:01 GMT<div>N. van Quaquebeke</div><div>D.L. van Knippenberg</div><div>T. Eckloff</div>
Contemporary so called follower-centric leadership theories often argue that "good leadership is in the eye of the beholder". Leader categorization theory, for instance, suggests that subordinates use their cognitive representation of an ideal leader (ideal leader prototype) as an implicit "benchmark" to determine their openness towards the target's leadership, i.e., influence. With the present study, we extend this rationale by hypothesizing that such benchmarking processes are subject to follower individual differences. In particular, we argue that the process of leader categorization plays a bigger role for subordinates who perceive themselves as ideal (potential) leaders. Moreover, this two-way moderation is proposed to be further qualified by subordinates' disposition to engage in social comparison orientation. Results of two field samples with employees (N = 140; N = 287) confirm our hypotheses. In integrating the leader categorization perspective with an individual difference perspective, we not only expand the scope of follower-centric theorizing on social influence, but also support its validity. More than meets the eye: The role of subordinates' self-perceptions in leader categorization processeshttp://repub.eur.nl/pub/25859/
Fri, 01 Apr 2011 00:00:01 GMT<div>N. van Quaquebeke</div><div>D.L. van Knippenberg</div><div>F.C. Brodbeck</div>
Leader categorization theory suggests that subordinates implicitly compare their leaders with a cognitively represented ideal image of a leader, i.e., an ideal leader prototype. The better the match, the more favorable subordinates' attitudes toward their leaders will be. We suggest, however, that subordinates not only perceive their leaders against the backdrop of a leader prototype but also themselves. Based on socio-cognitive research, we hypothesize that these self-perceptions in turn should lend more weight to the leader prototype as a benchmark. Three field studies with employees ( N= 87; N= 265; N= 385) were undertaken to test our hypothesis. Results confirm that subordinates' perceptions of their leaders against an ideal leader prototype are related to subordinates' respect for their leaders and leadership effectiveness perceptions, and that these relationships are moderated by subordinates' self-perceptions against the ideal leader prototype. This study therefore extends current follower-centric perspectives on leadership and strengthens its ties with fundamental socio-cognitive research. Tango in the Dark: The Interplay of Leader’s and Follower’s Level of Self-Construal and its Impact on Ethical Leadershiphttp://repub.eur.nl/pub/22724/
Fri, 04 Mar 2011 00:00:01 GMT<div>S. van Gils</div><div>N. van Quaquebeke</div><div>D.L. van Knippenberg</div>
In line with romantic views on leadership, leaders are traditionally held responsible for any kind of ethical misconduct in organizations. Through explicating the influence of followers on their leaders' (unethical) decision-making, we aim to add some nuances to this view with the present chapter. To begin with, we suggest that people generally regard leadership as ethical when the leader takes the collective into account, while only focusing on own gains is largely regarded as unethical. We then posit that the degree to which leaders' decisions are directed towards the one versus the other outcome depends on the leaders’ level of self-construal, that is, the way how they see themselves in relation to others. Looking at leader's ethical decision making through this lens suggests that it is open to external influence, in that leaders’ self-construal is susceptible to external cues. In particular, followers form an important part of such external cues for a leader's level of self-construal. We thus suggest various mechanisms via which followers indirectly influence their leaders' ethical decision making. In sum, we put forward a model in which we show how leaders and followers reciprocally affect their level of self-construal and thus ultimately the degree to which ethical leadership is enacted.Using a Relational Models Perspective to Understand Normatively Appropriate Conduct in Ethical Leadershiphttp://repub.eur.nl/pub/22721/
Tue, 01 Feb 2011 00:00:01 GMT<div>S.R. Giessner</div><div>N. van Quaquebeke</div>
To describe leadership as ethical is largely a perceptional phenomenon informed by beliefs about what is normatively appropriate. Yet there is a remarkable scarcity in the leadership literature regarding how to define what is “normatively appropriate”. To shed light on this issue, we draw upon Relational Models Theory (Fiske: 1992, Psychological Review, 99, 689-723), which differentiates between four types of relationships: communal sharing, authority ranking, equality matching, and market pricing. We describe how each of these relationship models dictates a distinct set of normatively appropriate behaviors. We argue that perceptions of unethical leadership behavior result from one of three situations: a) a mismatch between leader’s and follower’s relational models, b) a different understanding about the behavioral expression, or preos, of the same relational model, or c) a violation of a previously agreed upon relational model. Further, we argue that the type of relational model mismatch impacts the perceived severity of a transgression. Finally, we discuss the implications of our model with regard to understanding, managing, and regulating ethical leadership failures.Using a Relational Models Perspective to Understand Normatively Appropriate Conduct in Ethical Leadershiphttp://repub.eur.nl/pub/22841/
Sat, 01 Jan 2011 00:00:01 GMT<div>S.R. Giessner</div><div>N. van Quaquebeke</div>
To describe leadership as ethical is largely a perceptional phenomenon informed by beliefs about what is normatively appropriate. Yet there is a remarkable scarcity in the leadership literature regarding how to define what is "normatively appropriate." To shed light on this issue, we draw upon Relational Models Theory (Fiske, 1992, Psychol Rev, 99:689-723), which differentiates between four types of relationships: communal sharing, authority ranking, equality matching, and market pricing. We describe how each of these relationship models dictates a distinct set of normatively appropriate behaviors. We argue that perceptions of unethical leadership behavior result from one of three situations: (a) a mismatch between leader's and follower's relational models, (b) a different understanding about the behavioral expression, or preos, of the same relational model, or (c) a violation of a previously agreed upon relational model. Further, we argue that the type of relational model mismatch impacts the perceived severity of a transgression. Finally, we discuss the implications of our model with regard to understanding, managing, and regulating ethical leadership failures.The power of pictures: Vertical picture angles in power pictureshttp://repub.eur.nl/pub/30950/
Sat, 01 Jan 2011 00:00:01 GMT<div>S.R. Giessner</div><div>M.K. Ryan</div><div>T.W. Schubert</div><div>N. van Quaquebeke</div>
Abstract:
Conventional wisdom suggests that variations in vertical picture angle cause the subject to appear more powerful when depicted from below and less powerful when depicted from above. However, do the media actually use such associations to represent individual differences in power? We argue that the diverse perspectives of evolutionary, social learning, and embodiment theories all suggest that the association between verticality and power is relatively automatic and should, therefore, be visible in the portrayal of powerful and powerless individuals in the media. Four archival studies (with six samples) provide empirical evidence for this hypothesis and indicate that a salience power context reinforces this effect. In addition, two experimental studies confirm these effects for individuals producing media content. We discuss potential implications of this effect.Defining respectful leadershiphttp://repub.eur.nl/pub/40071/
Sat, 01 Jan 2011 00:00:01 GMT<div>N. van Quaquebeke</div>
Research shows that employees value respectful leadership very
highly. But what is it exactly? Can it be measured, and is it possible
for managers to determine if they give it to their employees?Cognitive equal opportunities: How the mere presentation of renowned female and male leaders affects our implicit thinking on leadershiphttp://repub.eur.nl/pub/76832/
Thu, 22 Jul 2010 00:00:01 GMT<div>N. van Quaquebeke</div><div>A. Schmerling</div>
When climbing the corporate ladder, women still have to overcome many obstacles. In trying to explain some of these obstacles, research points towards studies on Implicit Leadership Theories (ILTs). These suggest that the concepts of "woman" and "leadership"\ are cognitively less associated than the concepts of "man"\ and "leadership."\ The consequence, so the conclusion of these studies, is that it is harder for people to categorize women as leaders and react accordingly towards them. The present study investigates whether such implicit discriminatory association patterns can be fought with incongruent stimulus material. The results of our experiment using an Implicit Association Test (IAT; N=77) suggest that, after presenting pictures of renowned female leaders, participants associate womenwith leadership as fast as they do men. This effect, however, shows stronger for females in the sample, while no significant change was found in male participants' reaction times. Based upon these results, we discuss the role pictures may play in organizational equal opportunity programs, for instance, as part of organizational communication.Two Lighthouses to Navigate: Effects of Ideal and Counter-Ideal Values on Follower Identification and Satisfaction with Their Leadershttp://repub.eur.nl/pub/17937/
Sat, 01 May 2010 00:00:01 GMT<div>N. van Quaquebeke</div><div>R. Kerschreiter</div><div>A.E. Buxton</div><div>R. van Dick</div>
Ideals (or ideal values) help people to navigate in social life. They indicate at a very fundamental level what people are concerned about, what they strive for, and what they want to be affiliated with. Transferring this to a leader-follower analysis, our first study (n = 306) confirms that followers' identification and satisfaction with their leaders are stronger, the more leaders match followers' ideal leader values. Study 2 (n = 244) extends the perspective by introducing the novel concept of counter-ideals (i.e., how an ideal leader should not be) as a second, non-redundant point of reference. Results confirm that a leader's match on ideal and on counter-ideal values have independent effects in that both explain unique variance in followers' identification and satisfaction with their leader. Study 3 (n = 136) replicates the previous results in an experimental scenario study and provides evidence for the proposed causal direction of the underlying process. We conclude that counter-ideal values might be an additional point of reference that people use to triangulate targets above and beyond ideal values and discuss the implications of our findings for value research and management.Defining Respectful Leadership: What It Is, How It Can Be Measured, and Another Glimpse at What It Is Related tohttp://repub.eur.nl/pub/16368/
Mon, 01 Feb 2010 00:00:01 GMT<div>N. van Quaquebeke</div><div>T. Eckloff</div>
Research on work values shows that respectful leadership is highly desired by employees. On the applied side, however, the extant research does not offer many insights as to which concrete leadership behaviors are perceived by employees as indications of respectful leadership. Thus, to offer such insights, we collected and content analyzed employees' narrations of encounters with respectful leadership (N1 = 426). The coding process resulted in 19 categories of respectful leadership spanning 149 leadership behaviors. Furthermore, to also harness this comprehensive repertoire for quantitative organizational research, we undertook two more studies (N2a = 228; N2b = 412) to empirically derive a feasible item-based measurement of respectful leadership and assess its psychometric qualities. In these studies, we additionally investigated the relationships between respectful leadership as assessed with this new measurement and employees' vertical and contextual followership as assessed via subordinates' identification with their leaders, their appraisal respect for their leaders, their feeling of self-determination, and their job satisfaction.How Embodied Cognitions Affect Judgments: Height-Related Attribution Bias in Football Foul Callshttp://repub.eur.nl/pub/17827/
Mon, 01 Feb 2010 00:00:01 GMT<div>N. van Quaquebeke</div><div>S.R. Giessner</div>
Many fouls committed in football (called soccer in some countries) are ambiguous, and there is no objective way of determining who is the “true” perpetrator or the “true” victim. Consequently, fans as well as referees often rely on a variety of decision cues when judging such foul situations. Based on embodiment research, which links perceptions of height to concepts of strength, power, and aggression, we argue that height is going to be one of the decision cues used. As a result, people are more likely to attribute a foul in an ambiguous tackle situation to the taller of two players. We find consistent support for our hypothesis, not only in field data spanning the last seven UEFA Champions League and German Bundesliga seasons, as well as the last three FIFA World Cups, but also in two experimental studies. The resulting dilemma for refereeing in practice is discussed.Two Lighthouses to Navigate: Effects of Ideal and Counter-Ideal Values on Follower Identification and Satisfaction with their Leadershttp://repub.eur.nl/pub/17702/
Tue, 05 Jan 2010 00:00:01 GMT<div>N. van Quaquebeke</div><div>R. Kerschreiter</div><div>A.E. Buxton</div><div>R. van Dick</div>
Ideals (or ideal values) help people to navigate in social life. They indicate at a very fundamental level what people are concerned about, what they strive for, and what they want to be affiliated with. Transferring this to a leader-follower analysis, our first Study (N = 306) confirms that followers’ identification and satisfaction with their leaders are stronger, the more leaders match followers’ ideal leader values. Study 2 (N = 244) extends the perspective by introducing the novel concept of counter-ideals (i.e., how an ideal leader should not be) as a second, non-redundant point of reference. Results confirm that a leader’s match on ideal and on counter-ideal values have independent effects in that both explain unique variance in followers’ identification and satisfaction with their leader. Study 3 (N = 136) replicates the previous results in an experimental scenario study and provides evidence for the proposed causal direction of the underlying process. We conclude that counter-ideal values might be an additional point of reference that people use to triangulate targets above and beyond ideal values and discuss the implications of our findings for value research and management.The X-Factor: On the Relevance of Implicit Leadership and Followership Theories for Leader-Member Exchange (LMX) Agreementhttp://repub.eur.nl/pub/17429/
Fri, 20 Nov 2009 00:00:01 GMT<div>S. van Gils</div><div>N. van Quaquebeke</div><div>D.L. van Knippenberg</div>
While Leader-Member Exchange (LMX) research shows that leaders engage in different kinds of relationships with different followers, it remains somewhat of an enigma why one and the same relationship is often rated differently by a leader and the respective follower. We seek to fill that conceptual void by explaining when and why such LMX disagreement is likely to occur. To do so, we reconsider antecedents of LMX quality perceptions and outline how each party’s LMX quality perception is primarily dependent on the perceived contributions of the other party, moderated by perceived own contributions. We then integrate the notion of Implicit Leadership and Followership Theories (ILTs and IFTs) to argue that the currencies of contributions differ between leaders and followers. This dyadic model sets the stage to explain that LMX disagreement can stem from (1) differences in both parties’ ILTs as well as both parties’ IFTs, but also from (2) differences in perceptions of own and other’s behavior. We conclude by discussing communication as a means of overcoming LMX disagreement and propose an array of potential studies along the lines of our conceptualization.The X-factor: On the relevance of implicit leadership and followership theories for leader-member exchange agreementhttp://repub.eur.nl/pub/19619/
Sun, 01 Nov 2009 00:00:01 GMT<div>S. van Gils</div><div>N. van Quaquebeke</div><div>D.L. van Knippenberg</div>
Although leader-member exchange (LMX) research shows that leaders engage in different kinds of relationships with different followers, it remains somewhat of an enigma why one and the same relationship is often rated differently by a leader and the respective follower. We seek to fill that conceptual void by explaining when and why such LMX disagreement is likely to occur. To do so, we reconsider antecedents of LMX quality perceptions and outline how each party's LMX quality perception is primarily dependent on the perceived contributions of the other party, moderated by perceived own contributions. We then integrate the notion of Implicit Leadership and Followership Theories (ILTs and IFTs) to argue that the currencies of contributions differ between leaders and followers. This dyadic model sets the stage to explain that LMX disagreement can stem from (1) differences in both parties' ILTs as well as both parties' IFTs, but also from (2) differences in perceptions of own and other's behaviour. We conclude by discussing communication as a means of overcoming LMX disagreement and propose an array of potential studies along the lines of our conceptualizationFind Out How Much It Means to Me! The Importance of Interpersonal Respect in Work Values Compared to Perceived Organizational Practiceshttp://repub.eur.nl/pub/19538/
Thu, 01 Oct 2009 00:00:01 GMT<div>N. van Quaquebeke</div><div>S. Zenker</div><div>T. Eckloff</div>
Two large online surveys were conducted among employees in Germany to explore the importance employees and organizations place on aspects of interpersonal respect in relation to other work values. The first study (n = 589) extracted a general ranking of work values, showing that employees rate issues of respect involving supervisors particularly high. The second study (n = 318) replicated the previous value ranking. Additionally, it is shown that the value priorities indicated by employees do not always match their perceptions of actual organizational practices. Particularly, interpersonal respect issues that involve employees’ supervisors diverge strongly negative. Consequences and potentials for change in organizations are discussed.